Introduction to the Softjoe Collaborative and approaches to implementing engagement solutions

1. e Sojoe Collaborative
Encouraging new ways to deliver business value through open
communications, shared value and engaged collaboration

2. Consider the Source…
The Softjoe Collaborative is a new kind of services organization, with the
experience, attitude and tools to help organizations embrace emerging
collaboration environments that drive value through human interactions, aka
Engagement Solutions
We at Softjoe have a singular focus on openly sharing information
and expertise to enable clients to succeed in understanding, selecting and
deploying engagement solutions, driven by measurable business needs, to
Drive Results
This presentation provides an introduction to our perspective on how the
business operating environment has changed, why it matters, and how we are
positioned to help companies re-align with the new paradigm.
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3. What are Engagement Solutions?
Social Business
Networks
Enterprise Social
Groupware
Networks
Engagement solutions are
environments and practices that
Enterprise 2.0
enable high-value interactions Collaboration
Environments
between employees, partners,
customers and influencers to
create value and innovation.
Knowledge
Vertical
Management
Communities
Systems
Emergent
Collaborative
Software
3

4. Types of Engagement Solutions Sojoe Engagement Experience
} Internal Communities } Internal Solutions
} Engagement Solutions are often internal } Social Intranets: Collaborative and social
communication and collaboration environments that drive employee
environments that enable richer interactions engagement, create productive bridges across
between colleagues and teammates. silos, and develop a more responsive and
} These environments also provide the cohesive organization.
foundation for capturing and discovering the
} External Solutions
most critical asset in a knowledge-based
economy, shared IP. } Vertical Communities: Environments where
sponsoring organizations enable interactions
} External Communities between customers, building loyalty, trust,
} Engagement Solutions can be externally while gaining valuable market insights.
facing for customers, partners, suppliers.
} Workshops, events and webinars: Hybrid
} Hybrid Communities engagement (online and face-to-face),
} Increasingly, new value and innovation creating environments that drive engagement
emerges through interactions across before, during and after events.
organizations and independents.
} Hybrid Solutions
} Cloud-based engagement solutions enable
} Marketplaces of dynamic communities that
new models for interaction across
form, execute and disband to address specific
organizational boundaries and internal silos.
market opportunities. E.g: M&A execution.
4

5. Engagement Solutions: Real Value or Passing Phase?
5

6. Why: McKinsey: Measurable Benefits of Social Soware **
77%
Increased
speed
of
access
to
knowledge
30%
60%
Reducing
communica:ons
costs
10%
52%
Increasing
speed
of
access
to
internal
experts
30%
44%
Decreasing
travel
costs
20%
41%
Increasing
employee
sa:sfac:on
20%
40%
Reducing
Opera:ons
Costs
10%
29%
Innova:on,
:me
to
market
products/services
20%
18% % Reporting Improvement
Increasing
Revenue
15% Median Improvement
** McKinsey Quarterly, Dec. 2010: ”The
Rise
Of
The
Networked
Enterprise:
Web
2.0
Finds
Its
Payday”

7. Why: Social Business Means Business
Financial outperformers are 57 percent more likely than
underperformers to use collaborative and social networking tools
to enable global teams to work more effectively together.
Workers currently spend 25% of their work day looking for the
information they need.
Web 2.0 implementation helped Cisco reduce costs by $251M
a year, increase margins by $142 M and generate employee
time savings of $380 M a year.
Web 2.0 use increased productivity by 21%, acquisition of
new customers by 19%, and increased revenue by 17%.
New rollout to empower customer care reps to be better
informed in order to better serve customers
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8. Where Engagement Solutions Make Sense
} Engagement Solutions enable broader innovation through human creativity and
problem-solving for novel or unprecedented business problem.
} “Collaboration tools that benefit from social technology dwell more at the
sense-making and exception-handling end of the continuum, where processes are
more ad hoc, and have fewer repeatable components.“
Advantage:
human
Advantage:
algorithmic
interac:ons
systems
+
PwC:
Transforming
collabora:on
with
social
tools,
2011
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9. Where to Adopt Engagement Solutions
and How are ey Used?
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10. Typical Engagement Initiatives
Team Collaboration Employee Engagement
1. Collaborate with teams across geos 1. Identify expertise
and functions 2. Accelerate learning, development
2. Manage projects & onboarding
3. Drive competitive intelligence 3. Share best practices
4. Manage events 4. Drive corporate communications
5. Launch marketing campaigns 5. Retain employees
Business Transformation Social Intranet
1. Company re-org and re-alignment 1. Replace outdated intranets/portals
2. Launch new products 2. Integrate directly with SharePoint
3. Enter new markets 3. Connect with customers, partners,
4. Mergers & acquisitions suppliers
5. CEO change 4. Become a Social Layer across
6. Transform relationships with existing business apps
customers, partners, suppliers 5. Collaborate on one platform
Source: Yammer

11. How Are Internal Engagement Solutions Used? ***
Public
events
Work-­‐related
news
4%
6%
Private
maUers
8%
27%
Collabora:ve
problem
solving
Technology
14%
16%
25%
Professional
prac:ces
Aligning
of
ac:vi:es
***
University
of
Sydney
Business
Informa:on
Systems
Working
Paper
Series
11
Exploring
The
Nature
Of
Microblogging
At
Capgemini

12. Typical Social Use Cases
1. Market and Competitive Intelligence Enable real-time updates and sharing
2. Knowledge Sharing Capture and leverage best practices
3. Identifying Expertise Find answers and experts in much less time
4. Partner Engagement Support for managing external relationships
5. Shared Project Workspaces Enable extended teams to stay on the same page
6. Internal Communications Company news effectively delivered, with replies
7. Onboarding New Employees Community and connectedness from day one
8. Communities of Practice / Interest Drive innovation and deeper understanding
9. Learning and Development Get and share answers on training and careers
10. Customer Service Internal and external knowledgebase and FAQs
with opportunity for engagement
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13. Opportunity Assessment:
How to Approach Engagement Solutions

14. e Four Facets of the Sojoe Methodology Framework
1. Governance: Within a strategic context, the oversight
and measurement to ensure that the engagement
platform is relevant and adds measurable value.
Governance
3. Practices are the processes,
2. Structure: The architecture
guidelines, environmental
and taxonomy that reflect and
support that provide context,
enable business objectives, to Structure
Prac:ces
expectations and support to
establish a sustainable, useful
users. Social Champions
and discoverable environment.
required.
Engagement
4. Engagement: The design, branding and content that
drives engagement, so users know what to do, how to
get their work done, and what is expected of them.
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15. First Principle: Governance
} Ensure Business Relevance
} Our approach is to correlate any engagement solution initiative to existing
business imperatives.
} Do not create new objectives to justify a desired solution. It is not hard to find
business imperatives that can be impacted by engagement solutions.
} Simple Steps
} Step 1: Ensure that the social collaboration platform has a business purpose
} Step 2: Find a way to measure the results
} Step 3: Organize the oversight of the network around tracking and evolving
the relevant metrics
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16. 1. Governance: Engagement Solutions Mapped to Business Objectives
Scorecard Approach
u Correlate business
BUSINESS
Reduced
opera:onal
Increase
in
sales
from
objectives for the costs
new
customers
engagement
solution in one of
BRAND/MARKET
four areas: Improved
responsiveness
Increase
in
customer
New
product
to
customers,
market
sa:sfac:on
:me
to
market
u Business
(cost / revenue)
INTERNAL
u Brand / Market Reduced
process
Improved
quality
of
Increased
Leverageable
cycle
:me
execu:on
produc:vity
knowledge
capital
u Internal
Organizational
ORGANIZATION
u
Improved
Employee
Enhanced
cross-­‐company
Organiza:on
alignment
u Use those objectives Engagement
communica:ons
and
cohesive
brand
to define metrics for
measuring results.

17. 1. Engagement Scorecard: Tracking Relevant Measures
Governance Process Strategic
Objec:ve
Measures
Freq.
Target
BUSINESS
BUSINESS
u Develop a B1
Reduce
costs
• Opera:onal
cost
savings
Yr.
00
scorecard of B2
Revenue
• Revenue
from
new
online
Mo.
0
customers
engagement
M1
Customer
responsiveness
• Issue
turnaround
metrics
Mo.
0
metrics.
CUSTOMER
MARKET
M2
Customer
sa:sfac:on
• CSAT
Surveys
Qtr.
0
u Track results in M3
Time
to
market
• New
product
/
FTE
Ra:o
Yr.
0
regular PMO
workshops. P1
Reduced
process
cycle
:me
• Best
prac:ces
recorded,
shared
Qtr.
0
TECHNOLOGY
INTERNAL
P2
Improve
Quality
• Defect
rate
Qtr.
00
u Evolve the metrics
P3
Increased
produc:vity
• Contribu:on
in
$/
per
employee
Mo.
0
to better map to P4
Leverage
IP
• Content
endorsement
scores
Mo.
00
business objectives
ORGANIZATION
H1
Employee
engagement
• Par:cipa:on
/
sharing
online
Mo
00
RESOURCES
H2
Employee
sa:sfac:on
• Engagement
survey
results
Yr.
00
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18. 1. Governance Model: PMO Best Practices
} Organize for Agility: Align and dedicate the right level of business and IT resources
around common goals.
} Organize as a program – aggressive management of cross disciplinary teams, strong
governance model, executive sponsorship and project discipline.
} The program is an organization – create blended team of dedicated IT and business
resources, united for duration of the program.
} Seed evangelists throughout the organization, include them in governance process
} Hand pick the ‘right’ leaders to join the program, who work with Champions, part
time SMEs and liaisons.
} Define clear measures of business benefit and program success: Success goes
beyond delivery of the technology and must include multi channel KPIs and delivery
of the business case.
} Develop a culture to test and learn: Pilot new capabilities with the program to
manage successful rollout and drive efficient delivery of business case.
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19. 2. Engagement Architecture
} Success requires the engagement environment be effectively structured.
} Membership
} Groups
} Activity feeds
} Mobile interactions
} Notifications
} Tags, taxonomy
} Archiving
} Integration issues
} The structure involves not only the technical integration (e.g. single sign-on),
but a mapping of the overall usage and traffic in the environment.
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20. 2. Engagement Architecture: Internal vs. External
} Groups are the context in
which most content is External
Group
shared and most value
accrued in a social
network.
Group
Group
} Groups in all social
networks can be open External
Primary
External
or private Group
Network
Group
} Most current social
business networks Group
Group
enable creation of
externally accessible
groups or networks. External
Group
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21. 2. Engagement Architecture: ree Primary Types of Community
} There are many kinds of online
community, but these three
Internal
or
are the foundation for a Community
External
successful social business of
Prac:ce
Project
network Group
Group
} A key to driving ongoing value
in a network is in harvesting
content from working groups.
} Community managers and
project managers should be Library
/
Knowledge
empowered to migrate key
Base
learnings into a shared Group
repository for future reference
and training.
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22. 3. Engagement Practices: Network Champions
} A critical key to success of your
social network is to have a
distributed, engaged and
motivated set of champions.
} These people play the roles of
} Cheerleader
} Support
} Mentor
} Conscience
} Can be at any level of the
organization, but must have
passion, goodwill and tacit
leadership qualities.
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23. 3. Engagement Practices: Notifications and Email Integration
} Email is a miserable platform for collaboration, but a fine for notifications.
} Ensure your social platform has a viable mobile app
} Post content in the social business network, and notify participants via email
(where, at the, outset, they spend most of their day)
} Use mail-in capability to migrate content into the social business network
Source:
ScoU
Campbell
pyramidcar.com
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24. 4. Driving Engagement: Ensuring Habitable Environments
} Ensure there’s existing content, so newbies aren’t entering an empty room
} Include in a welcome message, and easy to access instructions
} Make sure you have usage guidelines visible and easily accessible
} As much as possible, provide persistent links to areas of common interest
} Every new participant should be invited to existing groups
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25. 4. Driving Engagement: Creating a Culture of Engagement
} Organizational Culture
Assessment Instrument
} Organizational cultures vary,
require custom approaches.
} Some custom approaches:
} For Clan cultures, a key focus
should be connecting people.
} For Adhocracies, add needed
structure and process.
} In Hierarchy cultures, executive
participation is key.
} In Market-driven cultures,
speed and mobile access drive
engagement.
Source: http://www.joe.org/joe/2003april/a3.php
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26. About Sojoe Collaborative, LLC
} Softjoe is a collaborative of software, technology, community and customer
engagement veterans
} Focused on Engagement Solutions, using social and collaborative platforms
to deliver internal, external and mixed networks that drive productivity,
responsiveness and engagement
} Members hail from Boston-area software companies such as Lotus, Interleaf, Rational,
Nuance, Macromedia, Adobe, IBM and more
} Services include:
} Strategy
} Design
} Content
} Implementation and ongoing measurement and management of these solutions
} Experience and relationships with key industry social business network platforms
} Known for pragmatic and effective approach
} Strategic focus to align engagement solutions with business objectives
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